Sometimes companies are driven by incentives that serve them in their pursuit of profit, but result in behaviours that are not beneficial on the whole. This is true in corporations, it is also true in the case of highly profitable social media platforms.
The Dunbar number is a theoretical cognitive limit to the number of people with whom one can maintain stable social relationships. But does it have implications beyond just social relationships?
Even if the presenter does not intend to manipulate or influence the audience in a biased manner, certain communication choices can inadvertently trigger cognitive biases, leading to unintended effects on the audience’s perceptions and decisions.
The concept of E=QxA has been around for years. However, after decades of working in organisational change contexts, E=QxC has emerged as the more relevant concept in today’s business world.
When organisational change is dependent on a human behaviour shift, and the persons involved can choose to not engage in the new behaviour, the real test of change leadership begins.
Effective communication during a crisis can make or break a company’s reputation and future success. Some companies excel at this, while others fail. This article explores examples of both good and bad and dissects the key differences between them.